3,630
Views
1
CrossRef citations to date
0
Altmetric
Article

Strategies for robustness: Five perspectives on how policy design is done

&

References

  • Ackoff, R. L. (1993). Idealized design: Creative corporate visioning. International Journal of Management Science, 21(4), 401–410.
  • Aldrich, H. E. (1979). Organizations and environments. Englewood Cliffs, NJ: Prentice-Hall.
  • Allison, G. T. (1971). Essence of decision – Explaining the Cuban missile crisis. Boston, MA: Little, Brown and Company.
  • Andrews, K. R. (1971). The concept of corporate strategy. Homewood, IL: Dow Jones Irwin.
  • Ansoff, H. I. (1965). Corporate strategy. New York, NY: McGraw-Hill.
  • Bailey, A., & Johnson, G. (2001). A framework for managerial understanding of strategy development. In H. Volberda & T. Elfring (Eds.), Rethinking strategy (pp. 212–230). London: Sage Publications.
  • Bennebroek Gravenhorst, K. (2007). Shaping a learning process and realising change: Reflection, interaction and cooperation through survey feedback. In J. J. Boonstra & L. de Caluwé (Eds.), Intervening and changing: Looking for meaning in interactions (pp. 261–276). Hoboken, NJ: John Wiley & Sons Ltd.
  • Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York, NY: Harper & Row.
  • Björklund, C., Grahn, A., Jensen, I., & Bergström, G. (2007). Does survey feedback enhance the psychosocial work environment and decrease sick leave? European Journal of Work and Organizational Psychology, 16(1), 76–93.
  • Boin, A., & van Eeten, M. J. G. (2013). The resilient organization. Public Management Review, 15(3), 429–445.
  • Bolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice and leadership. New York, NY: Free Press.
  • Boonstra, J. J. (2004). Conclusion: Some reflections and perspectives on organization, changing and learning. In J. J. Boonstra (Ed.), Dynamics of organizational change and learning (pp. 447–475). Chichester: Wiley.
  • Capano, G., & Woo, J. J. (2018a). Designing policy robustness: Outputs and processes. Policy and society, 37(4), 422–440.
  • Capano, G., & Woo, J. J. (2018b). Agility and robustness as design criteria. In M. Howlett & I. Mukherjee (Eds.), Routledge handbook of policy design (pp. 420–434). London: Routledge.
  • Cavana, R. Y., & Mares, E. D. (2004). Integrating critical thinking and systems thinking: From premises to causal loops. System Dynamics Review, 20(3), 223–235.
  • Chia, R. (2004). Strategy-as-practice: Reflections on the research agenda. European Management Review, 1(1), 29–34.
  • Christensen, C. R., Andrews, K. R., Bower, J. L., Hamermesh, R. G., & Porter, M. E. (1982). Business policy: Text and cases. Homewood, IL: Irwin.
  • de Caluwé, L., & Vermaak, H. (2003). Learning to change: A guide for organization change agents. Thousand Oaks: Sage Publications.
  • Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures. Reading, MA: Addison-Wesley.
  • Drucker, P. F. (1970). Entrepreneurship in business enterprise. Journal of Business Policy, 1, 3–12.
  • Drucker, P. F. (1974). Management: Tasks, responsibilities, practices. New York, NY: Harper & Row.
  • French, W. L., & Bell, C. H. (1999). Organization development behavioral science interventions for organization improvement. Upper Saddle River, NJ: Prentice Hall.
  • Glueck, W. F. (1980). Business policy and strategic management (3rd ed.). New York, NY: Mc Graw-Hill.
  • Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Boston, MA: Harvard Business School Press.
  • Hamel, G., & Välikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52–63.
  • Head, B., & Alford, J. (2013). Wicked problems: implications for public policy and management. In Administration & society, 47(6), 711-739. doi: 10.1177/0095399713481601
  • Hedley, B. (1977). Strategy and the business portfolio. Long Range Planning, 10(1), 9–16.
  • Hendry, J. (2000). Strategic decision making, discourse, and strategy as social practice. Journal of Management Studies, 37(7), 955–977.
  • Howlett, M., Capano, G., & Ramesh, M. (2018). Designing for robustness: Surprise, agility and improvisation in policy design. Policy & Society, Introduction to this Special Issue.
  • Howlett, M., & Mukherjee, I. (2014, November 13). Policy design and non-design: Towards a spectrum of policy formulation types. Politics and Governance, 2(2), 57–71.
  • Jaques, E., & Clement, S. D. (1991). Executive leadership: A practical guide to managing complexity. Oxford: Blackwell.
  • Jarzabkowski, P. (2005). Strategy as practice. London: Sage Publications.
  • Johnson, G., Langley, A., Melin, L., & Whittington, R. (2007). Strategy as practice. Cambridge, MA: Cambridge University Press.
  • Kouzes, J. M., & Posner, B. Z. (1995). The leadership challenge: How to keep getting extraordinary things done in organizations. California, CA: Jossey- Bass Publishers.
  • Kuhnert, K. W. (1993). Survey-feedback as art and science. In A. I. Kraut (Ed.), Handbook of organisational consulting (pp. 1–14). San Francisco, CA: Jossey-Bass.
  • Llewellyn, S., & Tappin, E. (2003). Strategy in the public sector: Management in the wilderness. Journal of Management Studies, 40(4 June 2003 0022–2380), 955–982.
  • Lusk, S., & Birks, N. (2014). Rethinking public strategy. Basingstoke: Palgrave MacMillan.
  • March, J. G., & Olsen, J. P. (1989). Rediscovering institutions: The organizational basis of politics. New York: Free Press.
  • Miles, R. E., & Snow, C. C. (1978). Organizational strategy: Structure and process. New York, NY: Mc Graw Hill.
  • Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Free Press.
  • Mintzberg, M. (1987). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11–25.
  • Morçöl, G. (2012). A complexity theory for public policy. New York: Routledge.
  • Nanus, B. (1992). Visionary leadership: Creating a compelling sense of direction for your organization. San Francisco, CA: Jossey-Bass Publishers.
  • Narayanan, V. K., & Fahey, L. (1982). The micro politics of strategy formulation. Academy of Management Review, 7(1), 25–34.
  • Noordegraaf, M., van der Steen, M., & van Twist, M. (2014). Fragmented or connective professional-ism? Strategies for professionalizing the ambiguous work of policy strategists. In: Public administration 92(1), 21–38.
  • Peters, B. G. (2017). What is so wicked about wicked problems? A conceptual analysis and a research program. Policy and Society, 36(3), 385–396.
  • Pettigrew, A. M. (1973). The politics of organizational decision making. London: Tavistock Publications.
  • Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57, 137–156. March–April 1979.
  • Pye, A. (1995). Strategy through dialogue and doing: A case of “Mornington crescent”? Management Learning, 26(4), 445–463.
  • Rhodes, R., ‘T Hart, P., & Noordegraaf, M. (Eds.). (2007). Observing government elites; Up close and personal. New York: PalgraveMacMillan.
  • Schwenck, C. R. (1989). Linking cognitive, organizational and political factors in explaining strategic change. Journal of Management Studies, 26(2), 177–187.
  • Steiner, G. A. (1969). Top management planning. New York: Macmillan.
  • Stewart, J. (2004, December). The meaning of strategy in the public sector. Australian Journal of Public Administration, 63(4), 16–21.
  • Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 94–110). San Francisco, CA: Berrett-Koehler Publishers.
  • Swanson, D., & Bhadwal, S. (Eds.). (2009). Creating adaptive policies: A guide for policy-making in an uncertain world. New Delhi: Sage Publications India.
  • Teisman, G., Van Buuren, A., & Gerrits, L. (Eds.). (2009). Managing complex governance systems. New York: Taylor & Francis.
  • Välikangas, L. (2010). The resilient organization. New York, NY: Mc Graw Hill.
  • Walker, W., Marchau, V., & Swanson, D. (2010). Addressing deep uncertainties using adaptive policies. Technological Forecasting & Social Change, 77(6), 917–923, Special Section 2.
  • Walker, W. E., Haasnoot, M., & Kwakkel, J. H. (2013). Review: Adapt or perish: A review of planning approaches for adaptation under deep uncertainty. Sustainability, 5, 955–979.
  • Weick, K. E. (2001). Making sense of the organization. Oxford: Blackwell.
  • Weick, K. E., Sutcliffe, K., & Obstfeldt, D. (2002). High reliability: The power of mindfulness. In F. Hesselbein & R. Johnston (Eds.), On high performance organizations (pp. 7–18). San Francisco, CA: Jossey-Bass.
  • Weick, K. E., & Sutcliffe, K. M. (2001). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Josey-Bass.
  • Whittington, R. (1993). What is strategy – And does it matter? London: Routledge.
  • Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735.